Sales and Customer culture
We can see that these 2 areas are inseparable. A strong customer culture will also have a strong sales behavior and vice versa.
One of our customers – a large car dealer – once said: “The salespeople sell the first car, the mechanics sell the next”. And this probably goes for most businesses. The direct sale comes through the sales organization and the indirect sale through a strong sales and customer culture in the rest of the organization.
We wish to give you a good impression of how we work with creating sales and customer culture – and why we see it as a decisive criterion for success.
Sales platform – future results
In order to get an impression of the sales and customer culture it is a question of knowing the actual sales platform. This means how solid the company’s platform is to maintain and develop the turnover in the future.
A sales platform has 3 dimensions:
- Width: the company’s customers reflected in the customer mix
- Height: the products we sell to the customers and their share of the potential reflected in the product mix
- Depth: How satisfied and loyal are our customers
By giving an overview of how well we exploit our range of products and our market potential, the sales platform displays the objective clearly. From here it is the responsibility of the sales manager to ensure that the platform develops profitably as desired. Without this support it will be difficult – maybe even impossible – for the sales team to ensure this. A strong platform also demands a strong customer loyalty. With a strong customer loyalty we can:
- Maintain the turnover
- Sell more to existing customers
- Get new customers
This means that you are dependent on the rest of the organization. To deliver right quality, right amount at the right time demands a back-office with a strong customer culture – a culture with the attitude “customer is king” and where the actions reflect this attitude.
While the salespeople are out chasing new customers, the platform is under attack from competitors. Figuratively speaking we pour new lukewarm water into the bathtub while the hot water is running out.
For the organization it is a question about placing fence posts around the customers so they are not open for the competitors’ attacks. In Intenz we aim at strengthening the organization’s ability to create loyal customers. Customers so loyal they will recommend the company to others.
Turn your customers into strong ambassadors – Loyalty Matrix
When working with customer loyalty we use two terms; rational and emotional loyalty.
As the matrix shows, the strong company ambassadors are both rationally loyal and emotionally loyal. The term ambassador indicates that the customers talk positively about the company, the brand and the products. They sell our products and services for us by speaking positively about us and recommending us to others.
The rational loyalty is created by meeting the customers’ expectations to the cooperation and keeping promises. It is created by delivering the right amount, color, quality etc. at the right time and by being available to the customer and ready with assistance when needed.
The emotional loyalty is much harder to create, handle and evaluate. Because emotional loyalty emerges when the customer is passionate about your company or product, about the brand value of the product and what the company stands for.